To link to the entire object, paste this link in email, IM or documentTo embed the entire object, paste this HTML in websiteTo link to this page, paste this link in email, IM or documentTo embed this page, paste this HTML in website

The Loyola Maroon Volume 71 No. 24 Loyola University New Orleans, Louisiana 70118 April 30, 1993 jilendls Stormy weather forecasted uncertainty adgesag By Una Bergeron News Editor It all began with a storm. With a little help from Hurricane Andrew, school began with postponed classes, power outages and chaos. And while Loyola and the rest of New Orleans escaped a path of destruction, the hurricane's threat gave the Loyola community a glimpse of what the upcoming year would hold. It showed us that we would have to come together if we wanted to beat the big problems. It foretold the changes that would take place, both on campus and off. And it showed that no matter how much power students thought they had, there were forces working to keep them in the dark. adgades Instead of destruction, students arrived on campus in August to talk of construction and renovation. The Loyola bookstore, franchised to Follett, had a new look and a new manager, Nancy Nuzum. who promised that the new decor and new management would not affect service or quality. While some students and faculty claimed the bookstore had lost its personal touch, many felt the new bookstore was more efficient After getting a newly-renovated bookstore, the administration gave the campus a new building. After an intense bidding war with Tulane, the Loyola administration announced it had purchased the Mercy Academy building on the corner of Freret and Calhoun streets for $2.1 million dollars. The building will be used to house operations displaced by another new building, the future main campus library. The new library moved closer to becoming reality as a selection committee chose the Mathes Group to be the project's architect. The firm then hired Dr. David Kaser, a library consultant, to assess the university's needs and help formulate the design, answering many of the unanswered questions about the plans for the new structure. New faces filled old jobs, and old faces filled new jobs. Dr. David Danahar, vice president of Academic Affairs and dean of Faculties, arrived at Loyola and set to work calming the unrest of Arts &Sciences faculty, the majority of whom said they were underpaid, and who had been engaged in lengthy debate over salary disclosure. Danahar listened to their complaints, and on the suggestion of Robert Rowland, dean of Arts and Sciences, he approved full disclosure in October. Danahar and other administrators thought they had calmed the storm for a while, but when A&S faculty heard of a $2,000 increase in law school faculty salaries, the complaints grew louder. In a year when the administration claimed that money was too tight for faculty raises, a law school tuition increase helped boost the law faculties' pay. Many saw the salary boost as an unfair burden on students whose tuition supplied the additional revenue; others suggested a similar strategy for A&S. One of Danahar's first moves was to hire an assistant academic vice president to help Loyola prepare for a self study required for accreditation. Danahar chose Dr. Katherine Adams, associate professor of English and former director of Writing Across the Curriculum, to fill the job. But personnel changes were not limited to the administration. Alan Abadie, former head of Public Safety, left in silence, with no explanation of the reason for his resignation. Patrick Bailey took over the department, effectively launching a public relations campaign to let students know about serious threats to campus Survey results may bring Taco Bell to campus By Elena Votpert Staff Writer The study consisted of two processes and focused on the needs and wants of the dining customer. Marriott administered a questionnaire to 330 students and faculty asking for their opinions on present programs and possible concepts. Also, focus groups, made up of different gradelevels and involvement, were conducted to focus on the needs of particular groups. Results from a recent study conducted by the Marriott Corporation in March indicate possible changes to occur in the Loyola Dining Service for next year, including a modified meal plan and additional dining outlets. Q. 17 'Which one plan comes closest to meeting your needs? A "Carte Blanche" meal plan that allows you to eat in the Orleans Room at any time it is open, as often as you like. 00/ New "Flex" meal plans that feature a number of open dining meals at -j -j #go/0 the Orleans Room and various levels of cash that can be used in any campus retail locations. 18.2% "Super-Flex", any 12 meals perweC plus $150 in campus express dolle and $50 in a special pizza delivery account. John Perkinson, director of Loyola Dining Services, said he concerns himself mainly with what his customers want. "It's a matter of improving our product and making it more desirable," said Perkinson. "After that, the profit will come." According to the results of the study, Marriott customers are mainly interested in branded TOTAL A plan that features only cash or express dollars where I pay for each item or meal that I select. Meal card can be used in all food locations. A New Meal Plan with 100,150, 200 meals per semester, at the Dana Center, with no lost meals each week. concepts and new meal plans. The study indicated a strong interest in branded concepts. Interest in a Taco Bell on campus came to 66.7 percent. Other concepts were mentioned, but their percentages were not as significant The other three of the top four preferences are as follows: Subway — 32.7 percent Wendy's — 30.7 percent Popeye's —31 percent Based on the study's results, possible ideas for next fall include the opening of both a Taco Bell and a Subway in the Danna Center. Although circumstances may change from now until renovations start, Perkinson is fairly positive about the additions. "I feel confident we'll have both. It's just a matter where," Perkinson said. Another change for next year will be the renovation of the Orleans Room. One plan of action consists of implementing a Renaissance Program, focusing on convenience, efficiency, and self-service. To introduce this program to Loyola many changes will be made to the Orleans Room. The present service lines, including a grill line and an entree line, will be replaced with a variety of work stations. These work stations may include a grill area, a deli counter, a vegetable bar, and a wok bar. Menus will be customer driven and decided on by information received from comment cards. New carpet and decorations, such as ceramic pots and woven baskets, are also included in possible changes. Along with a more polished look to the cafeteria's atmosphere, a chef will be on staff to answer questions concerning Graphic courtesy of Marriott/ Loyola Dining Services See YEAR, pg. 3 See SURVEY, pg. 3 BSiBBEBE8 Phi Kappa Psi: It's official! See page 2 ' A Wolfpack flashback See page 5 inTWTIjJi; The bad boys of Broadway See page 9

Archival image is an 8-bit greyscale tiff that was scanned from microfilm at 300 dpi. The original file size was 1514.5 KB.

Transcript

The Loyola Maroon Volume 71 No. 24 Loyola University New Orleans, Louisiana 70118 April 30, 1993 jilendls Stormy weather forecasted uncertainty adgesag By Una Bergeron News Editor It all began with a storm. With a little help from Hurricane Andrew, school began with postponed classes, power outages and chaos. And while Loyola and the rest of New Orleans escaped a path of destruction, the hurricane's threat gave the Loyola community a glimpse of what the upcoming year would hold. It showed us that we would have to come together if we wanted to beat the big problems. It foretold the changes that would take place, both on campus and off. And it showed that no matter how much power students thought they had, there were forces working to keep them in the dark. adgades Instead of destruction, students arrived on campus in August to talk of construction and renovation. The Loyola bookstore, franchised to Follett, had a new look and a new manager, Nancy Nuzum. who promised that the new decor and new management would not affect service or quality. While some students and faculty claimed the bookstore had lost its personal touch, many felt the new bookstore was more efficient After getting a newly-renovated bookstore, the administration gave the campus a new building. After an intense bidding war with Tulane, the Loyola administration announced it had purchased the Mercy Academy building on the corner of Freret and Calhoun streets for $2.1 million dollars. The building will be used to house operations displaced by another new building, the future main campus library. The new library moved closer to becoming reality as a selection committee chose the Mathes Group to be the project's architect. The firm then hired Dr. David Kaser, a library consultant, to assess the university's needs and help formulate the design, answering many of the unanswered questions about the plans for the new structure. New faces filled old jobs, and old faces filled new jobs. Dr. David Danahar, vice president of Academic Affairs and dean of Faculties, arrived at Loyola and set to work calming the unrest of Arts &Sciences faculty, the majority of whom said they were underpaid, and who had been engaged in lengthy debate over salary disclosure. Danahar listened to their complaints, and on the suggestion of Robert Rowland, dean of Arts and Sciences, he approved full disclosure in October. Danahar and other administrators thought they had calmed the storm for a while, but when A&S faculty heard of a $2,000 increase in law school faculty salaries, the complaints grew louder. In a year when the administration claimed that money was too tight for faculty raises, a law school tuition increase helped boost the law faculties' pay. Many saw the salary boost as an unfair burden on students whose tuition supplied the additional revenue; others suggested a similar strategy for A&S. One of Danahar's first moves was to hire an assistant academic vice president to help Loyola prepare for a self study required for accreditation. Danahar chose Dr. Katherine Adams, associate professor of English and former director of Writing Across the Curriculum, to fill the job. But personnel changes were not limited to the administration. Alan Abadie, former head of Public Safety, left in silence, with no explanation of the reason for his resignation. Patrick Bailey took over the department, effectively launching a public relations campaign to let students know about serious threats to campus Survey results may bring Taco Bell to campus By Elena Votpert Staff Writer The study consisted of two processes and focused on the needs and wants of the dining customer. Marriott administered a questionnaire to 330 students and faculty asking for their opinions on present programs and possible concepts. Also, focus groups, made up of different gradelevels and involvement, were conducted to focus on the needs of particular groups. Results from a recent study conducted by the Marriott Corporation in March indicate possible changes to occur in the Loyola Dining Service for next year, including a modified meal plan and additional dining outlets. Q. 17 'Which one plan comes closest to meeting your needs? A "Carte Blanche" meal plan that allows you to eat in the Orleans Room at any time it is open, as often as you like. 00/ New "Flex" meal plans that feature a number of open dining meals at -j -j #go/0 the Orleans Room and various levels of cash that can be used in any campus retail locations. 18.2% "Super-Flex", any 12 meals perweC plus $150 in campus express dolle and $50 in a special pizza delivery account. John Perkinson, director of Loyola Dining Services, said he concerns himself mainly with what his customers want. "It's a matter of improving our product and making it more desirable," said Perkinson. "After that, the profit will come." According to the results of the study, Marriott customers are mainly interested in branded TOTAL A plan that features only cash or express dollars where I pay for each item or meal that I select. Meal card can be used in all food locations. A New Meal Plan with 100,150, 200 meals per semester, at the Dana Center, with no lost meals each week. concepts and new meal plans. The study indicated a strong interest in branded concepts. Interest in a Taco Bell on campus came to 66.7 percent. Other concepts were mentioned, but their percentages were not as significant The other three of the top four preferences are as follows: Subway — 32.7 percent Wendy's — 30.7 percent Popeye's —31 percent Based on the study's results, possible ideas for next fall include the opening of both a Taco Bell and a Subway in the Danna Center. Although circumstances may change from now until renovations start, Perkinson is fairly positive about the additions. "I feel confident we'll have both. It's just a matter where," Perkinson said. Another change for next year will be the renovation of the Orleans Room. One plan of action consists of implementing a Renaissance Program, focusing on convenience, efficiency, and self-service. To introduce this program to Loyola many changes will be made to the Orleans Room. The present service lines, including a grill line and an entree line, will be replaced with a variety of work stations. These work stations may include a grill area, a deli counter, a vegetable bar, and a wok bar. Menus will be customer driven and decided on by information received from comment cards. New carpet and decorations, such as ceramic pots and woven baskets, are also included in possible changes. Along with a more polished look to the cafeteria's atmosphere, a chef will be on staff to answer questions concerning Graphic courtesy of Marriott/ Loyola Dining Services See YEAR, pg. 3 See SURVEY, pg. 3 BSiBBEBE8 Phi Kappa Psi: It's official! See page 2 ' A Wolfpack flashback See page 5 inTWTIjJi; The bad boys of Broadway See page 9